The following article on risk management, is an analysis of Guilherme Barbassa, CEO of Actio, concerning risk management in Brazil and its importance. Addressing points of risk management that occur between the lines of organizations.
Opinion by Guilherme Barbassa Actio's Actio
I've been working in management for over twenty years, and over the years I've seen a positive transformation occur, especially when we talk about management in Brazil and compare our maturity level with that of neighboring countries.
Risk management – everything you need to manage risks in your company.
Today in the market, I find more common sense from executives, well-defined processes, and the discernment to choose functional methodologies. In short, I can see a broad list with more positive than negative items regarding the progress of business management in our country.
Despite having an optimistic outlook, it's clear that all of us who are part of this management ecosystem have a lot of room for improvement!
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This is what I want to briefly reflect on, addressing a point that often goes unnoticed, simply because it is already established in the organizational culture of companies.
Executives and operational staff at all levels are constantly pressed for results, and the balance between risk and return is not measured or monitored.
Look, I'm not saying here that the pursuit of results shouldn't be a priority. What I mean is that focusing on results without a system of checks and balances can create disruptions that threaten long-term results, as is already happening.
We need to reach a healthy balance, coordinating actions that generate results, identifying, analyzing, and addressing potential risks.
Why is it important to map a company’s risks?
We have already experienced unfortunate examples due to not balancing risk and return, or even the lack of perception of possible scenarios and their risks. The subprime bubble, the fire at the historical museum in Rio de Janeiro, and the dam failures in Mariana and Brumadinho are some of them. Events that could have been monitored and mitigated by existing, but still not widespread, practices.
Another very current example is the COVID-19 pandemic, which caught the world off guard and made companies and managers aware of the need for systemic risk management, for which we also have methodologies of creation and analysis of scenarios that could make us more prepared.
Acredito que esse passado recente sensibilizou as pessoas para a importância de agregar mais uma peça ao modelo de gestão empresarial, que são as práticas de gestão de risco.
It's inherent in the pursuit of results to take risks. If you don't know the risks you're taking, you're walking blindly.
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